Agile software development methodologies have been receiving a lot of attention in recent times. Although doubts have been cast on the efficacy of these methods for very large projects, some of the techniques and practices they advocate are very appealing and are being seriously considered by many organizations. It is our contention that many of these practices are antithetical to the orthodoxy of prevailing software approaches. In particular, nontrivial reconfigurations of organizational form, management practices, and workflows have to be undergone to successfully integrate agile principles into existing software development practices. This paper draws on the organizational change management literature to argue that the nature of change involved is resonant of the efforts to introduce Business Process Reengineering (BPR) in organizations. The magnitude of the change as well as the implications of migrating to agile methodologies is also presented.